A Practical Approach for Implementing Business Process Reengineering | ||||
| Journal of the ACS Advances in Computer Science | ||||
| Article 2, Volume 1, Issue 1, 2007, Page 15-24 PDF (697.95 K) | ||||
| Document Type: Original Article | ||||
| DOI: 10.21608/asc.2007.147558 | ||||
 View on SCiNiTO | ||||
| Author | ||||
| Ahmed El-abbassy | ||||
| El-shorouk Academy, Institute of Computers and Information Technology | ||||
| Abstract | ||||
| Business Process Reengineering (BPR) projects with objectives to drastically restructure business processes are not successful. Sources of failure are multiple. An important source of failure is that, BPR focuses on processes and ignores other important aspects of institutions such as organizational structure, resistance to change, people, communication, and technology. Many organizations take the decision to delay and/or abandon BPR projects due to: - Implementing BPR means being involved in a drastic restructuring of organization structure and processes. - A full scale reengineering effort involves substantial cultural change. -Implementing BPR requires collecting data and measures which are not always accurately available for many organizations. In this paper, we discuss a practical approach to implement BPR that takes into consideration those important institutional factors. In this approach, we propose to place significant emphasis on workflow management systems as a major enabler to BPR. The workflow management systems act as the engine around which BPR is implemented. Corporate measures could be collected from the actual implementation of the current processes, then analyzes and changes are progressively decided based on these actual measures. This will allow a smooth, flexible and effective change process. | ||||
| Keywords | ||||
| Business Process Reengineering; Workflow Management System | ||||
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